“A STUDY ON THE EFFECTIVENESS OF EMPLOYEE MOTIVATION

IN UNIROYAL MARINE EXPORT LTD”

A project report submitted in partial fulfilment of the requirements for the award of the
degree of

MASTER OF BUISNESS ADMINISTRATION

IN
LOGISTICS AND SUPPLY CHAIN MANAGEMENT

By

MOHAMMED DHAMIN
(Reg.No.21414024)

Under the guidance of

Dr. M BANUMATHI
Professor
Department of International Business
School of Management
Pondicherry University, India

Department of International Business

School of Management, Pondicherry University,
Puducherry, India - 605 014
2021-23
 DEPARTMENT OF INTERNATIONAL BUSINESS
SCHOOL OF MANAGEMENT
PONDICHERRY UNIVERSITY
PUDUCHERRY - 605 014

CERTIFICATE

This is to certify that this project report is titled on " A STUDY ON THE EFFECTIVENESS
OF EMPLOYEE MOTIVATION IN UNIROYAL MARINE EXPORT LTD " is based on
the individual study and original work do ne by MOHAMMED DHAMIN (Reg. No.
21414024) of master of business administration (logistics and supply chain management) from
the department of international business, school of management, Pondicherry university during
period of study in academic year 2021-2023

Dr. M BANUMATHI
Professor
Department of International Business
School of Management
Pondicherry University, India

2
 DECLARATION

I hereby declare that this project report entitled “A STUDY ON THE

EFFECTIVENESS OF EMPLOYEE MOTIVATION IN UNIROYAL MARINE
EXPORT LTD " submitted in the partial fulfilment of the degree requirement for the award
of the degree Master of Business Administration (MBA) of Department of International
Business, School of Management, Pondicherry University done under the guidance of
Dr.M.BANUMATHI. The empirical findings in this report are basedon the data collected by
me. I have not reproduced from any report submitted to the University of Pondicherry during
this year or any previous years.

Place: Pondicherry signature

Date: MOHAMMED DHAMIN

(21414024)

3
 ACKNOWLEDGMENT

It is my first duty to convey thanks to Dr. M.BANUMATHI, Professor, Department of

International Business, Pondicherry University for her continuous direction and guidance in
doing the project and for bringing out the best in me. She has helped me with his suggestions
in completing the study and constant support and encouragement which helped me in
completing my project successfully.

I also extend my hearty thanks to all the other faculty members of Department of International
Business, Pondicherry University for their support and valuable suggestions in one or other
occasions to complete this project and report.

I thank my family, friends and classmates for their support and to everyone who have helped
directly and indirectly to finish this project.

Finally, I would like to thank Department of International Business, Pondicherry University

for giving me an opportunity to do this research and enhance my knowledge.

MOHAMMED DHAMIN
21414024

4
 TABLE OF CONTENT

CHAPTER PAGE
TITLE
NO. NO.

CHAPTER 1 INTRODUCTION 09-20

1.1 INTRODUCTION 09-17

1.2 SCOPE OF THE STUDY 18

1.3 OBJECTIVES OF THE STUDY 19

1.4 LIMITATIONS OF THE STUDY 20

CHAPTER 2 REVIEW OF LITERATURE 22-28

2.1 INDUSTRY PROFILE 22-23

2.2 COMPANY PROFILE 24-26

2.3 RELATED STUDIES 27-28

CHAPTER 3 RESEARCH METHODOLOGY 30-31

CHAPTER 4 DATA ANALYSIS & INTERPRETATION 33-46

CHAPTER 5 FINDINGS & SUGGESTIONS 48-50

CHAPTER 6 CONCLUSION 52

BIBLIOGRAPHY 53

APPENDIX

5
 LIST OF TABLES

TABLE PAGE
TITLE
NO. NO.
4.1 33
GENDER WISE CLASSIFICATION
4.2 34
WORK EXPERIENCE OF EMPLOYEES
4.3 35
INCOME LEVEL OF EMPLOYEES
4.4 36
INCENTIVE TYPE PREFERED BY EMPLOYEES
4.5 37
MOTIVATION FACTOR PREFERRED
4.6 38
SATISFACTION LEVEL OF VARIOUS FACTORS
4.7 39
EMPLOYEES RELATIONSHIP BETWEEN SUPERIORS
4.8 40
SATISFACTION ON COMPANY LEEAVE POLICY
4.9 41
TYPE OF DISCOMFORT FELT BY EMPLOYEES
4.10 42
DE-MOTIVATION FACTORS OF EMPLOYEES
4.11 43
OPINION ON UMES VARIOUS FACTORS

4.12 EMPLOYEES OPINION TOWARDS GETTING ADEQUATE 44

WELFARE FACILITIES

4.13 EMPLOYEES RECOMMEND OTHERS FOR THE JOB IN 45

THE COMPANY
4.14 46
OVERALL SATISFACTION OF EMPLOYEES

6
 LIST OF CHARTS

CHART PAGE
TITLE
NO. NO.
4.1 33
GENDER WISE CLASSIFICATION
4.2 34
WORK EXPERIENCE OF EMPLOYEES
4.3 35
INCOME LEVEL OF EMPLOYEES
4.4 36
INCENTIVE TYPE PREFERED BY EMPLOYEES
4.5 37
MOTIVATION FACTOR PREFERRED
4.6 38
SATISFACTION LEVEL OF VARIOUS FACTORS
4.7 39
EMPLOYEES RELATIONSHIP BETWEEN SUPERIORS
4.8 40
SATISFACTION ON COMPANY LEEAVE POLICY
4.9 41
TYPE OF DISCOMFORT FELT BY EMPLOYEES
4.10 42
DE-MOTIVATION FACTORS OF EMPLOYEES
4.11 43
OPINION ON UMES VARIOUS FACTORS

4.12 EMPLOYEES OPINION TOWARDS GETTING 44

ADEQUATE WELFARE FACILITIES

4.13 EMPLOYEES RECOMMEND OTHERS FOR THE JOB IN 45

THE COMPANY
4.14 46
OVERALL SATISFACTIONOF EMPLOYEES

7
 CHAPTER 1
INTRODUCTION

8
 CHAPTER 1

1.1 INTRODUCTION

The project work entitled A STUDY ON EFFECTIVENESS OF EMPLOYEE

MOTIVATION with special reference to Uniroyal Marine exports Ltd. Calicut, Kerala is
mainly conducted to identify the factors which will motivate the employees and the
organizational functions in Uniroyal Marine exports Ltd. Calicut, Kerala.

Management’s basic job is the effective utilization of human resources for achievements of
organizational objectives. The personnel management is concerned with organizing human
resources in such a way to get maximum output to the enterprise and to develop the talent of
people at work to the fullest satisfaction. Motivation implies that one person, in organization
context a manager, includes another, say an employee, to engage in action by ensuring that a
channel to satisfy those needs and aspirations becomes available to the person. In addition to
this, the strong needs in a direction that is satisfying to the latent needs in employees and
harness them in a manner that would be functional for the organization.

Employee motivation is one of the major issues faced by every organization. It is the major
task of every manager to motivate his subordinates or to create the ‘will to work’ among the
subordinates. It should also be remembered that a worker may be immensely capable of doing
some work; nothing can be achieved if he is not willing to work. A manager has to make
appropriate use of motivation to enthuse the employees to follow them. Hence this studies also
focusing on the employee motivation among the employees of Uniroyal Marine exports Ltd.

The data needed for the study has been collected from the employees through questionnaires
and through direct interviews. Analysis and interpretation have been done by using the
statistical tools and data are presented through tables and charts.

India had a highly controlled economy in the 1970's. Then in 1980, it began the
process of liberalization and in 1990's started globalization and liberalization. Economy began
to connect with global economy. Globalization leads the company commits itself with several
manufacturing locations around the world and offers products in several manufacturing
locations around the world and offers products in several diversified industries. It creates the

9
needs to complete in domestic market with foreign competitors. Globalization increased
exporting and importing opportunities.

Export of processed marine products is one of the major thrust areas for foreign exchange
refers to the process or system of converting or exchanging the currency of one country to
another. The demand for foreign exchange come from individuals, importers, foreign
investors. international tourists, multinational firms, Govt. and others.

Exporting and importing leads heavy work load to employees, especially in the case of
exporting companies. Human resources need more attention than any other assets, so in the
firm. Because they have emotion other than any other assets that proper recreation and other
basic facilities should be provided to them to work hard efficient. The importance of job
satisfaction is very high in the case of exporting companies. Many of the employees are doing
over time work, so that they need special attention their welfare facilities. Job satisfaction of
employees is a biggest challenge faced by now days HR managers.

The government provides various incentives to the exporters for earning valuable foreign
exchange for the country for meeting their requirement for importing modem technology and
essential inputs. Export oriented units under the 100% EOU Scheme and units located in force
trade/export processing zone are eligible for special facility such exemption from
excise/custom duty, sale of domestic tariff area and sale of rejected goods/wastage etc.

Motivation results from the interaction of both conscious and unconscious factors
such as the intensity of desire or need, incentive or reward value of the goal, and expectations
of the individual and of his or her peers. These factors are the reasons one has for behaving a
certain way. An example is a student that spends extra time studying for a test because he or
she wants a better grade in the class. Internal and external factors that stimulate desire and
energy in people to be continually interested and committed to a job, role or subject, or to
make an effort to attain a goal. Most employees need motivation to feel good about their jobs
and perform optimally. Some employees are money motivated while others find recognition
and rewards personally motivating. Motivation levels within the workplace have a direct
impact on employee productivity.

Workers who are motivated and excited about their jobs carry out their
responsibilities to the best of International Journal of Engineering Technology, their ability
10
and production numbers increase as a result. An incentive is a motivating influence that is
designed to drive behavior and motivate employees to be produce quality work. Employers
use several types of incentives to increase production numbers. Employee incentives come in
a variety of forms including paid time off, bonuses, cash and travel perks. Incentives drive
employee motivation because they offer workers more to strive for than a regular paycheck.
Many employees need recognition from their employers to produce quality work. Recognition
and employee reward systems identify employees who perform their jobs well.
Acknowledging a job well done makes employees feel good and encourages them to do good
things. Employers recognize workers by tracking progress and providing feedback about how
they have improved over time. Public recognition is also a motivating factor that drives
worker productivity.

Some employees are motivated through feeling a sense of accomplishment and

achievement for meeting personal and professional goals. Many workers are self-disciplined
and self-motivated. Incentive and rewards have little effect on employees who feel motivated
only when they are confident in their abilities and personally identify with their role within
the organization. These individuals perform productively for the sake of the personal
challenge their work provides. There are several ways employers can motivate employees and
drive worker productivity. Because different factors influence workers in different ways,
employers can utilize motivation strategies that encompass several techniques. To achieve
long-term production goals, an employer could implement a program that encourages friendly
competition between workers to meet production numbers. At the conclusion of the program,
employers can publicly recognize top performers for a job well done. The word motivate is
frequently used in the context of management as a transitive verb: motivation is by
implication something done by one person or group to another. A further implication of this
usage is that the motivated parties need to be induced to perform some action or expend a
degree of effort which they would not otherwise wish to do. That this is an issue of vital
importance to the prosperity of commercial organizations is emphasized by Lawler (1973):
“Those individual behaviors that are crucial in determining the effectiveness of organizations
are, almost without exception, voluntary motivated behaviors”. Motivation concerns that
“psychological processes that cause the arousal, direction and persistence of behavior” (Ilgen
and Klein, 1988).

11
 Whilst there is general agreement in the literature about these three components of
“motivation” (eg: Korman 1974, Kanfer, 1990), the nature and place of motivation in a work-
related context has been the subject of a long and developing study. Theories have been
propounded, tested and superseded at a pace which has left organizational practice often
several steps behind the researchers. Employee motivation has always been a central problem
for leaders and managers. Unmotivated employees are likely to spend little or no effort in
their jobs, avoid the workplace as much as possible, exit the organization if given the
opportunity and produce low quality work. On the other hand, employees who feel motivated
to work are likely to be persistent, creative and productive, turning out high quality work that
they willingly undertake. There has been a lot of research done on motivation by many
scholars, but the behavior of groups of people to try to find out why it is that every employee
of a company does not perform at their best has been comparatively unresearched. Many
things can be said to answer this question; the reality is that every employee has different
ways to become motivated. Employers need to get to know their employees very well and use
different tactics to motivate each of them based on their personal wants and needs. Inspiring
employee motivation requires much more than the old-fashioned carrot- and-stick approach.
Today’s manager needs to understand the reasons why employees work and offer the rewards
they hope to receive. Motivated employees have a drive to succeed no matter what the project.
Managers cannot “motivate” employees, but they can create an environment that inspires and
supports strong employee motivation.

Good remuneration has been found over the years to be one of the policies the
organization can adopt to increase their workers performance and thereby increase the
organizations productivity. Also, with the present global economic trend, most employers of
labour have realized the fact that for their organizations to compete favorably, the
performance of their employees goes a long way in determining the success of the
organization. On the other hand, performance of employees in any organization is vital, not
only for the growth of the organization, but also for the growth of individual employees
(Meyer and Peng, 2006). An organization must know who are its outstanding workers, those
who need additional training and those not contributing to the efficiency and welfare of the
company or organization. Also, performance on the job can be assessed at all levels of
employment such as: personnel decision relating to promotion, job rotation, job enrichments
etc. In Nigeria, interest in effective use of rewards to influence workers performance to
12
motivate them began in the 1970’s. So many people have carried out researches in this area,
some of which are Oloko (2003), Kayode (2003), Nwachukwu (2004), Meyer and Nguyen
(2005) and Egwurudi (2008). The performance of workers has become important due to the
increase concern of human resources and personnel experts about the level of output obtained
from workers due to poor remuneration. This attitude is also a social concern and is very
important to identify problems that are obtained in industrial setting due to nonchalant
attitudes of managers to manage their workers by rewarding them well to maximize their
productivity. In view of this, this study attempts to identify the impact that motivation has on
employee performance in order to address problems arising from motivational approaches in
organizational settings. Vroom (1964), supported the assumptions that The Impact of
Employee Motivation On workers tend to perform more effectively if their wages are related
to performance which is not based on personal bias or prejudice, but on objective evaluation
of an employee’s merit. Though several techniques of measuring job performance has been
developed, in general, the specific technique chosen varies with the type of work. For
achieving prosperity, organization designs different strategies to compete with their rivals and
for increasing the performance of the organizations. A very few organizations believe that the
human personnel and employees of any organization are its main assets which can lead them
to success or if not focused well, to decline. Unless and until, the employees of any
organization are satisfied with it, are motivated for the tasks fulfillment and goals
achievement and encouraged, none of the organization can progress or achieve success. All
these issues call for research efforts, so as to bring to focus how an appropriate reward
package can jeer up or influence workers to develop positive attitude towards their job and
thereby increase their productivity.

13
 THEORITICAL FRAME WORK

EMPLOYEE MOTIVATION

Employee motivation is the enthusiasm, energy level, commitment, and amount of creativity
that an employee brings to the organization on a daily basis.

Motivation is derived from the Latin word, “movere” which literally means movement.
Therefore, all the definitions that you would read in books or in dictionary relate to the fact that
motivation is behavior and one needs to channelize this behavior in order to achieve desired
goals and results.

Subsequently, employee motivation is all about how engaged an employee feels in tandem to
the organization’s goals and how empowered he/she feels. Motivation is of two types:

• Intrinsic motivation

• Extrinsic motivation

Types of employee motivation

There are two types of motivation, intrinsic and extrinsic. Therefore, an organization needs to
understand for a fact that not employees are clones, they are individuals with different traits.
Thus, effectively motivating your employees will need to acquire a deeper understanding of
the different types and ways of motivation.

Therefore, you will be able to categorize your employees better and apply the right type of
motivation to increase the level of employee engagement and employee satisfaction. Some
employees respond better to intrinsic motivation while others may respond better to extrinsic
motivation.

INTRINSIC MOTIVATION

Intrinsic motivation means that an individual is motivated from within. He/she has the desire
to perform well at the workplace because the results are in accordance with his/her belief
system.
14
Therefore, an individual’s deep-rooted beliefs are usually the strongest motivational factors.
Such individuals show common qualities like acceptance, curiosity, honor, desire to achieve
success.

Research has shown that praise increases intrinsic motivation, so does positive employee
feedback. So if you are a manager, supervisor or in a leadership role, please be intentional with
your feedback or praise. Make sure it is empowering and your employees understand your
expectations.

EXTRINSIC MOTIVATION

Alternatively, extrinsic motivation means an individual’s motivation is stimulated by external

factors- rewards and recognition. Therefore, some people may never be motivated internally,
and only external motivation would work with them to get the tasks done.

Moreover, research says extrinsic rewards can sometimes promote the willingness in a person
to learn a new skillset. Additionally, rewards like bonuses, perks, awards, etc. can motivate
people or provide tangible feedback.

IMPORTANCE OF EMPLOYEE MOTIVATION

According to psychologists, self-realization is a very human thing. Moreover, it is our basic

nature to nurture something and see it flourish, it is applicable to most things we do in our day-
to-day life. Hence, this is true for both social and societal spaces.

Undoubtedly, motivation plays a very important factor in a human’s life. Therefore, motivated
employees take initiatives, are eager to take up additional responsibilities, are innovative and
go-getters.

Motivated employees ensure:

• There is a positive atmosphere within the organization

• Co-workers are happy and feel safe at work
• Make sure clients are happy
15
 • They always achieve better results than their counterparts
Motivation, therefore, plays a very important factor and ensures employees remain active and
contribute their best towards their organization. Furthermore, a high level of motivation leads
to a lower level of employee turnover. In the next section, you will learn about the 5 simple
ways to motivate your employees. Forbes elaborates another crucial factor for managers is
to understand the difference between employee motivation and engagement. Making the effort
to understand the difference will, again, lead to lower levels of turnover rates.

16
 STATEMENT OF THE PROBLEM

Motivation has a high intrinsic role to play behind the success of an organization.

Employee motivation techniques are the important techniques, which are used to develop

the effort or skill of an employee in their work place. Most of the organizations are providing

motivational techniques to employees to maintain their efficiency in their work. This study

will examine to the extent to which the motivational techniques are effectively developing

skill of the employees.

17
 1.2 SCOPE OF THE STUDY

The scope of the study has been limited to 100 employees of various departments in the
organization. It covers all aspects of employee's welfare, training, infrastructure facilities etc.
It reveals opinion of 100 persons on behalf of the 175 workers in the organization.

It covers all aspects relating to the history and growth of the company. The study aims at an
in-depth analysis of employee’s efficiency of Uniroyal Marine Exports Ltd.

18
 1.3 OBJECTIVES OF THE STUDY

• To identify the motivational factors of employees of the organization.

• To understand the employee’s welfare in the organization.

• To know the satisfaction of employees in their job.

• To assess the satisfaction level of employees with regard to the various amenities
provided to them.

• To know about the working environment of the company.

19
 1.4 LIMITATIONS OF THE STUDY

• The tools of analysis for this study beyond the control of the researcher.

• The time available for this study is very limited.

• It is very difficult to understand employees' attitude. Because, their way of thinking

are different.

20
 CHAPTER 2

REVIEW OF LITERATURE

21
 CHAPTER 2
REVIEW OF LITERATURE

2.1INDUSTRY PROFILE

SEA FOOD INDUSTRY IN INDIA - A PROFILE

Bless with long coast line of about 6500 km and an inland fresh water spread of 1.6 million
hector of impounded cultivable area including reverse sources. It is no wonder that sea food
industry was started to exploit the fishing re-sources of India. With commerce of export of
frozen fish products from 1953.Rapid mechanization of fishing operations, the fishing
industry oriented mainly towards export got established in the country.

In the recent times seafood industry has emerged as one of the most im-portant export
oriented industries in India. India export more than 90 varieties of sea food products 57
countries all over the world with Japan, USA and Western Europe sharing 95% of the total
seafood export.

Among the varieties of sea food exported frozen shrimps dominate the trade and account
about 73.79% of the total exports in terms of value. India started export of shrimps during
1960s.Till 1990 India exported shrimps as raw .i.e., shrimps were canned in brine solution
and export it. The processing is done in the importing countries. But 1990 onwards India
export processed shrimps which is in `ready to eat' from i.e. the final products. Indian
cuttlefish and squid together enjoy a market share of 21.65% in the European market. The
country is the major ex-porter of ribbonfish to South East Asia.

DEVELOPMENT OF SEA FOOD INDUSTRY IN KERALA

Up to the first half70s, nearly 80% of the fishing and the fish processing activities of India
were concentrated in and around Cochin on the Kerala coast. The sea food industry is now
spread in five major maritime districts viz., Ernakulum, Coil one, Cannore, Calicut and
Alappuzha. The infrastructure facilities available like, landing centre, transport and

22
communication, labour approach roads etc have been reasons for the high level
concentration of marine products processing industry attained in these districts.

Until the initiation of marketing system and opening out distribution chan-nels and the
advent of new techniques of preservation there used to be huge wastage of fish landed along
the Kerala coast, particularly during season of bumper catches. A good part of the catches
used to be employed as manure for coconuts and other crops. Until the first quarter of
70s,processing of fish was mainly confined to curing and sun drying.

Introduction of modern techniques of processing changed the situation. Al-most the total
output of shrimps was taken up by the freezing and canning plants and good varieties of fish
by the canning factories. Freezing fish in the state is only limited to the exports. Sun drying
is the oldest method of prevention. The varieties dried by this method are small and thin
once like ribbonfish, prawn, silver bellies, sole, white bait, sardine etc.

23
2.2 COMPANY PROFILE

Uniroyal Marine Exports Limited –UMEL

Uniroyal Marine Exports Limited is one of the well-known companies in the field of
marine exports. It was incorporated on 21st August 1992 as a public limited company, with
the registration of companies Kerala at Cochin and obtained the certificate of commencement
of business on 2 nd September 1992.

UME Ltd is located at Vengalam village, Calicut district, and IIKM from Calicut city
on the Calicut,Cannanore NH-17 .It is situated very close to two of the largest fishing harbors,
Beypore and Puthiyappa in the long Malabar coast line with large wharf areas and well
connected coastal roads. Thus, UME Ltd enjoys a strategic location in marine exporting. Their
products are well known in the foreign market in the brand name “ROYAL GOLD “. They
produce and export items according to the order received from abroad.

The company has an aggregate of 160 employees, which is regarded as medium scale
enterprise according to the Indian terminology. But as per the U.S.S standard the company is
still a small- scale unit. UME was set up as a modern sea food factory for the processing and
export of value-added marine products to U.S the European union and the far East.

OBJECTIVES OF THE COMPANY

The main objective of the company has been to set out in the memorandum of
the association as under.

“To carry on the business of purchasing, processing, curing, cunning,

freezing, selling, exporting and dealing in the marine products.”

24
 • Capital

UMEL acquired its funds through public issue of share. The authorized share capital
of the company is Rs. 8 crores and paid up capital Is Rs. 64888500. The company has 18793
shareholders. The company’s share were listed in Mumbai and Cochin stock exchange.

• Location

The company is located at Vengalam village, Calicut district 11 kms from Calicut city on the
Calicut- Kannur NH. Calicut, the major town of Malabar coast has abundant availability of
various shrimps and fish which are the main raw material for the industry . The long coast
line and large number of fish landing centers along with well connected coastal roads given
an added advantages to the site.

• Land

The company has 2.70 acres of land at Vengalam village on the back of the river Korappuzha.
The registered office of the company is situated within the gadwall of the factory.

• Buildings

The buildings of the company accommodate both the factory as well as administrative block.
It consists of a ground floor of almost 2200 sq.m first floor of 1500 Esq. and second floor of
870sq.m.

The ground floor accommodates the receiving section, processing hall IQF, flow and spiral
freezers, packing area, 20 tpd ice plant, 2 champers for cold storage of 125 tons capacity each
along with its anteroom, generator room and machine room to accommodate the compressors.

The first floor consists of administrative office, 9250 sq.m laboratories and stores for cartons
and chemicals. The second floor is used as an additional storage place for cartons and as rest
room for the staffs.

25
COMPOSITION OF THE BOARD

Name of Directors Category

Iype Mathew Chairman

Anush K Thomas Managing Director

K C Thomas Non-Executive

V Mohanlal Non-Executive

V S Nathram Independent Non-Executive

V T John Independent Non-Executive

P Sreenivas Independent Non-Executive

DEPARTMENTS

The company is divided into 9 departments. They are purchase, production, marketing,
accounts, quality control, technical and personal and administration.

The Public relation Department headed by the public relation officer is the welfare officer
and he plays an important role in export-oriented business.

The Production Department is headed by the production manager is concerned with the
function of processing, packing and storing of materials.

The Marketing Department headed by the marketing manager is concerned with the collection
and execution of orders.

The Accounts Department headed by an account officer is entrusted with the function of
maintaining and managing the accounts of the company. Preparation of wage sheet and
payment wages are also done by this department.

26
2.3 RELATED STUDIES

Wendell French in his book “Human resources management “participant satisfaction

refers to employees’ positive emotional response their work. The satisfaction of individual
in groups and in the organization as a whole. High performance is not likely to result from
focusing solely on employee satisfaction but ignoring this factor is to risk some highly
negative consequences, such as in ability to retain valuable employee or to recruit desired
talent.

From the above findings of sixteen different studies conducted on more than eleven thousand
employees Herzberg mensen peterson and capwell(1957) report the following factors ranked
by the work in terms of their important. They are security, interest, opportunity, for
advancement, appreciation from supervisor, company management, in intrinsic aspect of the
job, wages, and social aspects of the job, working conditions, communication working hours
and benefits.

Khaleque and Rahman(1987)in their study of job satisfaction of workers in jute industries
found that older, married and more educated works were more satisfied than younger,
unmarried workers.

Bray field and Crockett’s(1958)review of researchers suggest no relationship between job

satisfaction and job performance. This findings goes against the traditional idea that a
satisfied worker is highly productive. Additional research on this problem is therefore
necessary.

Mulin and smith (1964) have proved that the sex variable influences job satisfaction. They
wanted to find out the effect of sex difference on job satisfaction.The result indicated that in
three plants male workers had comparatively more job satisfaction than female workers, but
in the fourth plant difference was not significant.

In a study kine boyd (1991), responses at the highest management level reported highest job
satisfaction. For presidents satisfaction was related to the organisation structure and
organisational climate, where as for middle managers and vice-presidents job satisfaction
was related more frequently to its structure and context.

27
Sharma and Bhaskar(1991) “Have found ‘recognition and appreciation ‘ as important
determinant of job satisfaction in their study of engineers in a public sector undertaking. In
other study by Sharma and Bhaskar(1991) “objectively and rationality”, emerged as powerful
of job satisfaction.

Deisi Patriota (2000) indicated that with the intention to investigate the role of HR practices
and the Perceived Organization Support (POS) in the process of key employee retention, the
study developed a model that was empirically explored through the case studies
.Interestingly, pay and the relationship between R&D managers and employees indicated to
be of also crucial relevance in the process of retaining key employees. Furthermore, there are
indications that the management style signaled to be a facilitator element for the efficiency
of such practices in generating job satisfaction for retaining employees. However, the
surfaced data from the research study indicates that employees are affectively committed to
their managers and to their work rather than to the organization as a whole.

Hinkin Timothy and Tracey Bruce (2000) discussed that even for jobs that do not require
very elaborate skills, a retention strategy can positively affect the employee engagement,
turnover and, ultimately, financial performance, especially, for positions that involve
interaction with customers.

Adkerson Michelle (2000) expressed that the best way to retain good employees is to pay
close attention to these issues and to view them as tools in your company's overall retention
strategy. The top four retention tools put forward are: (i) Work that is meaningful,
challenging, and offers training and development opportunities (ii) Management that assists
and supports, but does not dictate (iii) Explicit awareness of life beyond the office (and life
in the office) (iv) An array of core benefits and the power of choice.

Griffeth et al (2000) expressed that there were no differences between the quit rates of men
and women. The study also cited evidence that gender moderates the age-turnover
relationship and found no link between intelligence and turnover and none between race,
turnover and employee retention.

28
 CHAPTER 3

RESEARCH METHODOLOGY

29
 CHAPTER 3
RESEARCH METHODOLOGY

RESEARCH DESIGN

Descriptive research design is used in this study. This study includes surveys and fact findings
enquiries of different kinds. Further it deals with demographic factors such as age, sex income
level and educational qualification.

SOURCE OF DATA

The success of every enquiry depends upon proper collection of data. Data collected
for this study come under to broad categories.

➢ Primary data
➢ Secondary data

PRIMARY DATA

The primary data was collected through the direct discussion with the employees in the
company using questionnaire.

SECONDARY DATA

➢ Records from the HR department of the company.

➢ Reference books and journals.
➢ Internet

DATA COLLECTION METHOD:

The survey method is used for collecting the samples.

TOOL USED FOR DATA COLLECTION:

In this study used questionnaire as a tool for data collection.

30
SAMPLING METHODS:

Population:

Population is set of finite or infinite collection of individuals. Population of this study

is the employees of UNIROYAL MARINE EXPORT Ltd.

SAMPLING ELEMENT:

Sample elements of this study are the employees of UNIROYAL MARINE EXPORT
Ltd.

SAMPLE SIZE

Sample size refers to the number of respondents to be selected from the universe to
collecting information. Sample size for this study is 100 employees of UNIROYAL MARINE
EXPORT Ltd.

SAMPLING TECHNIQUES:

Convenience sampling techniques has been followed to carry out the study.

TOOLS USED FOR DATA ANALYSIS

➢ Percentage Analysis
➢ Pie Diagram
➢ Bar Diagram
➢ Chi-Square test

31
 CHAPTER 3
DATA ANALYSIS AND INTERPRETATION

32
TABLE 4.1 GENDERWISE CLASSIFICATION OF EMPLOYEES

GENDER NO OF EMPLOYEE PERCENTAGE

EMPLOYEES
MALE 75 75%

FEMALE 25 25%

TOTAL 100 100%

CHART 4.1 GENDERWISE CLASSIFICATION OF EMPLOYEES

GENDER OF EMPLOYEES

25

MALE
FEMALE

75

INTERPRETATION

From the above table and chart it is interpreted that out of 100 employees 75% of the
employees are male and 25% of employees are female.

33
TABLE 4.2 WORK EXPERIENCE OF EMPLOYEES

NO.OF YEARS NO OF EMPLOYEES

EMPLOYEES PERCENTAGE

LESS THAN 2 YEARS 14 14%

2-5 YEARS 40 40%

6-10 YEARS 31 31%

MORE THAN 10 15 15%

YEARS
TOTAL 100 100%

CHART 4.2 WORK EXPERIENCE OF EMPLOYEES

EXPERIENCE OF EMPLOYEES
45
40
35
30
25
20
15
10
5
0
LESS THAN 2 YEARS 2-5 YEARS 6-10 YEARS MORE THAN 10 YEARS

EXPERIENCE OF EMPLOYEES

INTERPRETATION

From the above table and chart, it is observed that around 55% of employees have less
than 5 years’ experience and 30% around 10 years’ experience. There are more than
10% of employees with more than 10 years’ experience also.so we can conclude that
most of the employees have work experience of at least few years.

34
TABLE 4.3 INCOME CLASSIFICATION OF EMPLOYEES

INCOME NO OF EMPLOYEES
EMPLOYEES PERCENTAGE

LESS THAN 10000 24 24%

10000-20000 26 26%

20000-30000 31 31%

MORE THAN 30000 19 19%

TOTAL 100 100%

CHART 4.3 INCOME CLASSIFICATION OF EMPLOYEES

INCOME OF EMPLOYEES

35
30
25
20
15
10
5
0
LESS THAN 10000 10000-20000 20000-30000 MORE THAN
30000

INTERPRETATION

From the above table and chart, it is found that 25% of them earn less than 10,000/-
per month and around 57% earn between Rs 10,000-30,000/- and the remaining 20%
of them receive more than 30,000.

35
TABLE 4.4 TYPE OF INCENTIVE PREFERED BY THE EMPLOYEES

INCENTIVE TYPE EMPLOYEES EMPLOYEE

PERCENTAGE

FINANCIAL 75 75%
INCENTIVE
NON-FINANCIAL 25 25%
INCENTIVES
TOTAL 100 100%

CHART 4.4 TYPE OF INCENTIVE PREFERED BY THE EMPLOYEES

INCENTIVE PREFERENCE OF EMPLOYEE

FINANCIAL INCENTIVE

NON-FINANCIAL
INCENTIVE

INTERPRETATION

The above table and chart reveals that 75% of the employees prefer financial incentives and
others like to recieve non-financial incentives.

36
TABLE 4.5 MAJOR ATTRACTING MOTIVATION FACTOR OF EMPLOYEES

FACTORS NO OF AVG RANK

EMPLOYEES
PROMOTION 28 0.28 2

SALARY INCREASE 52 0.52 1

RECOGNITION 10 0.10 3

MOTIVATIONAL TALKS 8 0.08 4

LEAVE 2 0.02 5

TOTAL 100 1

CHART 4.5 MAJOR ATTRACTING MOTIVATION FACTOR OF EMPLOYEES

Leave

Motivational talks

Recognition

Salary increase

Promotion

0 10 20 30 40 50 60
Motivational
Promotion Salary increase Recognition Leave
talks
RANK 2 1 3 4 5
AVG 0.28 0.52 0.1 0.08 0.02
NO OF EMPLOYEES 28 52 10 8 2

INTERPRETATION

From the above table and chart it is interpreted that 52 employees give preference on Salary
increase, 28 employees prefer promotion, 10 employees prefer recognition,8 employees
prefer motivation talks and 2 employees prefer leave factor.

37
 TABLE 4.6 EMPLOYEES LEVEL OF SATISFACTION ON VARIOUS FACTORS

FACTORS HIGHLY SATISFIED NEUTRAL DISSATISFIED TOTAL

SATISFIED

EXISTING 16 46 31 7 100
SALARY
SYSTEM

SHIFT SYSTEM 10 41 42 7 100

CURRENT 15 47 35 3 100
LABOUR
TRAINING
SYSTEM

WORKING 21 42 29 8 100
HOURS

CHART 4.6 EMPLOYEES LEVEL OF SATISFACTION ON VARIOUS FACTORS

100% 7 7 3 8
90%
31 35 29
80%
42
70%
60%
50%
46 42
40% 47
41
30%
20%
16 15 21
10% 10
0%
EXISTING SALARY SHIFT SYSTEM CURRENT LABOUR WORKING HOURS
SYSTEM TRAINING SYSTEM

HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED

INTERPRETATION

From the above table and chart, it is observed that around 15% of employees are highly
satisfied on all the factors, around 40% of employees are satisfied on all factors and less than
10% of employees are dissatisfied on the above factors.

38
TABLE 4.7 EMPLOYEES RELATIONSHIP BETWEEN SUPERIORS

SATISFACTION LEVEL NO OF EMPLOYEES EMPLOYEES

PERCENTAGE

HIGHLY SATISFIED 10 10%

SATISFIED 48 48%

NEUTRAL 37 37%

DISSATISFIED 5 5%

TOTAL 100 100%

CHART 4.7 SHOWING CHI-SQUARE TEST

GENDER HS S N DS TOTAL

MALE 5 36 30 4 75

FEMALE 5 12 7 1 25

TOTAL 10 48 37 5 100

Chi-TEST P-VALUE=0.0005 CALCULATED VALUE=11.86

H0: There is no association between Gender and Satisfaction level of employees between
Superiors.
H1: There is association between Gender and Satisfaction level of employees between
Superiors.
To find the association between gender and Satisfaction level of employees between
Superiors. Chi-Square testing is done on Gender and the Bottom most satisfactory option
which is Formalities. Male respondents were 75 and Female Respondents were 25. Total of
58 respondents are satisfied with the schemes provided and rest 42 respondents were
dissatisfied.

INTERPRETATION

The P value is 0.0005 which is LESS than the level of significance 0.05. Null hypothesis
rejected there is association between Gender and Satisfaction level of employees between
Superiors.

39
TABLE 4.8 IS EMPLOYEES SATISFIED WITH COMPANIES LEAVE POLICY

NO OF EMPLOYEE PERCENTAGE
EMPLOYEES

YES 78 78%

NO 22 22%

TOTAL 100 100%

CHART 4.8 IS EMPLOYEES SATISFIED WITH COMPANIES LEAVE POLICY

EMPLOYEES SATISFIED ON LEAVE POLICY

80

60

40

20

0
YES NO

EMPLOYEES

INTERPRETATION

From the above table and graph it is interpreted that78 employees are satisfied with
companies leave policy and 22 are not satisfied with companies leave policy.

40
TABLE 4.9 TYPE OF DISCOMFORT FELT BY THE EMPLOYEES

TYPE OF NO OF EMPLOYEES EMPLOYEE PERCENTAGE

DISCOMFORT

NOISE 17 33%

SMELL 29 55%

DUST 3 6%

OTHERS 3 6%

NO DISCOMFORT 48 48%

TOTAL 52 100%

CHART 4.9 TYPE OF DISCOMFORT FELT BY THE EMPLOYEES

TYPE OF DISCOMFORT BY EMPLOYEES

6% 6%
32%
NOISE
SMELL

56% DUST
OTHERS

INTERPRETATION

From the above table and chart, around 50% of the employees felt disturbed with various
pollution such as smell(29%), noise(17%) and few felt there is lot of dust and other kind of
discomfort.

41
TABLE 4.10 DE-MOTIVATING FACTORS OF THE EMPLOYEES

FACTORS NO OF EMPLOYEES EMPLOYEE

PERCENTAGE

JOB PROFILE 12 12%

COMPANY POLICY 41 41%

WORK ENVIRONMENT 21 21%

OTHERS 26 26%

TOTAL 100 100%

CHART 4.10 DE-MOTIVATIG FACTORS OF THE EMPLOYEES

DE-MOTIVATING FACTORS
EMPLOYEES

41

26
21
12

JOB PROFILE COMPANY WORK OTHERS

POLICY ENVIRONMENT

INTERPRETATION

From the above demotivating factors many of the employees felt the company policy (41%)
followed by work environment(21%) and job profile(12%) around 25% said various other
reasons.

42
TABLE 4.11 EMPLOYEES OPINION ON UMEs VARIOUS FACTORS

FACTORS EXCELLENT GOOD NEUTRAL POOR TOTAL

MANAGEMENT 18 44 34 4 100

RELATIONSHIP 14 46 38 2 `100
WITH TRADE
UNION

PROMOTION 20 42 34 4 100
POLICY

CHART 4.11 EMPLOYEES OPINION ON UMEs VARIOUS FACTORS

50
45
40
35
30
25
20
15
10
5
0
MANAGEMENT RELATIONSHIP WITH TRADE UNION PROMOTION POLICY

EXCELLENT GOOD NEUTRAL POOR

INTERPRETATION

From the above chart around 40% employees are having good opinion on management, trade
union aswell as promotion policies, around 15% employees are having excellent opinion on
all factors and only few employees are having poor opinion on these factors.

43
TABLE 4.12 GETTING ADEQUATE WELFARE FACILITIES

FEEDBACK NO OF EMPLOYEES EMPLOYEE PERCENTAGE

YES 67 67%

NO 6 6%

NOT UPTO 13 13%

EXPECTATION

NO COMMENTS 14 14%

TOTAL 100 100%

CHART 4.12 GETTING ADEQUATE WELFARE FACILITIES

EMPLOYEES OPINION TOWARDS GETTING ADEQUATE

WELFARE FACILITIES

NO COMMENTS

NOT UPTO EXPECTATION

NO

YES

0 10 20 30 40 50 60 70

EMPLOYEES

INTERPRETATION

From the above table and chart, 67 employees get adequate welfare facility, 6 employees not
get adequate welfare facility, 13 employees have not up to expectation and 14 employees
have no comments on adequate welfare facility.

44
TABLE 4.13 EMPLOYEES RECOMMEND OTHERS FOR THE JOB IN THE COMPANY

OPINION NO OF EMPLOYEES EMPLOYEE

PERCENTAGE

YES 36 36%

NO 5 5%

SOMETIMES 38 38%

NO COMMENTS 11 11%

TOTAL 100 100%

CHART 4.13 EMPLOYEES RECOMMEND OTHERS FOR THE JOB IN THE COMPANY

EMPLOYEES RECOMMEND OTHERS FOR THE JOB IN

THE COMPANY

YES
NO
SOME TIMES
NO COMMENTS

INTERPRETATION

From the above table and chart, 36 employees will recommend others for the job in the
company, 5 employees will not recommend others for the job in the company, 38 employees
sometimes will recommend others for the job in the company and 11 employees have no
comments on recommend others for the job in the company.

45
TABLE 4.14 OVERALL SATISFACTION OF EMPLOYEES ON THEIR JOB

SATISFACTION LEVEL NO OF EMPLOYEES EMPLOYEE

PERCENTAGE

HIGHLY SATISFIED 28 28%

SATISFIED 52 52%

NEUTRAL 14 14%

DISSATISFIED 6 6%

TOTAL 100 100%

CHART 4.14 OVERALL SATISFACTION OF EMPLOYEES ON THEIR JOB

OVERALL SATISFACTION OF EMPLOYEES

60

50

40

30

20

10

0
HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED

EMPLOYEES

INTERPRETATION

From the above table and chart it is interpreted that 28 employees are highly satisfied on their
job, 52 employees are satisfied, 14 employees are neutral and 6 employees are dissatisfied in
their existing job.

46
 CHAPTER 5

FINDINGS & SUGGESTIONS

47
 CHAPTER 5 - FINDINGS & SUGGESTIONS

FINDINGS

➢ 75% of employees are male employees.

➢ 15% of employees are experienced more than 10 years and 14% of
employees are experienced less than 2 years.
➢ Majority of the employees are having the salary package of 20000-30000.
➢ 75% of the employees prefer financial incentives &remaining 25% of the
employees prefer non-financial incentives.
➢ Majority (52%) of employees gives rank 2 for promotion as motivation
factor.
➢ Majority (48%) of employees gives rank 1 for salary hike as motivation
factor.
➢ Majority of employees gives rank 4&5 for recognition as motivation factor.
➢ Least number of employees gives rank 1&2 for motivation talks as
motivation factor.
➢ Least number of employees gives rank 1&2 for leave as motivation factor.
➢ More than 46% employees are satisfied with the existing salary system and
7% employees are not satisfied with existing salary system.
➢ More than 41% employees are satisfied with the UMEs shift system and 7%
employees are not satisfied with UMEs shift system.
➢ More than 47% employees are satisfied with the UMEs current labor
training system and 3% employees are not satisfied with UMEs current labor
training system.
➢ More than 48% employees are satisfied with relationship between superiors
and 5% employees are not satisfied with relationship between superiors.
➢ More than 42% employees are satisfied with working hours and 8%
employees are not satisfied with working hours.
➢ Majority of the employees are satisfied with companies leave policy.
➢ Majority of employees feels some discomfort in the company.

48
➢ 55% of employees feel smell discomfort and 17% employees felt noise
discomfort.
➢ Majority of the employees’ states that as company policy as their de-
motivation factor.
➢ More than 44% employees have good opinion on company’s management.
➢ Majority of employees have good relationship between trade union.
➢ 20% of employees have excellent opinion on company’s promotion policies
also 42% have good opinion on company’s promotion policy.
➢ Majority (67%) of employees are satisfied with welfare facilities provided
by the company.
➢ Majority will recommend others for the job in the company.
➢ Majority of the employees are satisfied with the work. Because they do not
think to change another job.
➢ The attitude of superiors is good. The works of each other respected and the
pyramid is maintained well.
➢ Most employees are satisfied with the safety measures of the company.

49
 SUGGESTIONS

➢ Reasonable monetary benefits to be given for those who are efficient and
well experienced.

➢ It is suggested that the criteria for promotion may be on the basis of seniority
and performance and eventually it will lead to increase competence among
employees. And also, sometimes the promotion is done on the work basis in
which they are given on the work done and their performance of the work in
the company. The promotion is done also on other factors in which the
employees are lower level of the priority of the company.

➢ The incentive scheme should be improved to attain more process and

initiative from the part of work force. The employees are getting good
incentive and are getting more progress and care to the company.

➢ Timely appreciation of work by superior will improve company and

perfection. Appreciation on performance is one of the most valid tools which
help to in-crease the confidence, sincerity and dedication of employees. But
most of the superior in our society are not interested to take pain on
congratulation his/her subordinate on their performances.

➢ The management should provide a mask to employees if they feel any smell
discomfort.

50
 CAPTER 6
CONCLUSION

51
 CONCLUSION

The study concludes that the motivational program procedure in Uniroyal marine
exports limited is found effective but not highly effective. The study on employee motivation
highlighted so many factors which will help to motivate the employees. The study was
conducted among 100 employees and information collected through questionnaire. The study
helps to findings which were related with employee motivational program which are provided
in the organization.

Here, performance appraisal activities really play a major role in motivating employees of the
organization. It is major factor that makes an employee feels good in his work and results in
his satisfaction too. The organization can still concentrate on specific areas which are evolved
from the study in order to make the motivational programs more effective. Only if the
employees are properly motivated- they work well and only if they work well the organization
is going to benefit out it. The steps to be taken to improve motivational program procedure in
the future. The suggestions of the report may help in this direction.

52
 BIBLIOGRAPHY

Books

• KRISHNA SWAMI O R and RANGATHA, METHODOPLOGY IN RESEARCH IN

SOCIAL SCIENCE, ( Himalaya publishing, Mumbai) 1993
• LEON G SCHIFF and LESLIE LAZAR KANUK. Consumer behavior, (Pearson
Education New Delhi), 2006
• PHILIP KOTLER, MARKETING MANAGEMENT, (Pearson Education New Delhi),
2009

WEBSITES:

www.seafoodindustry.com

www.uniroyalmarineexpart.com

www.marineindustryinindia.com

www.fisheriesindia.gov

www.ijetmas.com November 2014, Volume 2 Issue 6, ISSN 2349-4476 223

www.theijes.com

Annual report 2020-21 Uniroyal marine export

53
 QUESTIONNAIRE

“A STUDY ON EMPLOYEES MOTIVATION IN UNIROYAL MARINE

EXPORTS LTD.”

PERSONAL INFORMATION

Age :

Gender : Male Female

Educational qualification:
Schooling Graduate
Post-Graduate Others

1. Category : Managerial level Technical level

Non-technical Organization level

2. How long you have been working in this company?

Less than 2 years 2-5 years
6-10 years Above 10

3. Your monthly salary?

Below 10000 10000-20000

20000-30000 Above 30000

4. What type of incentives motivates you more?

Financial incentives non-financial incentives
Both

54
 5. Which of the following motivation factors attracts the most?
Sl.no Factors Rank

1. Promotion

2. Salary increase

3. Recognition

4. Motivational talks

5. Leave

6. Level of satisfaction

On what basis Highly satisfied Neutral Dissatisfied

satisfied

Opinion about existing salary system

Opinion about UME’s shift system

Opinion on Current labor training system

Relationship between superiors

Satisfied with the working hours

7. Are you satisfied with the leave policy of the company?

Yes No

8. Do you feel any discomfort in the company?

Yes No

55
9. If yes, what type of discomfort do you feel?
Noise Smell
Dust Others

10. What factor de-motivates you at the work place?

Job Profile Company Policy

Work Environment Others

11. Feedback towards

Basis Excellent Good Neutral Poor

opinion about UME's management

relationship between the trade union

opinion about company’s promotion polices

12. Which of the following amenities provided by management you are satisfied the most?
Transportation Food
Parking Flexible Working Hours
Good Infrastructure

13. Do you get adequate welfare facilities?

Yes No
Not up to expectation No comments

14. Will you recommend your friend for job in your firm?
Surely Can’t say
Not at all None

56
 15. Overall satisfaction level of your job at UME?
Highly Satisfied Satisfied
Neutral Dissatisfied

16. Any suggestions to the company?

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57
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